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The superconducting tokamak JT-60SA is part of the Broader Approach Programmeagreed between Japan and Europe. CEA is in charge of the cryogenic system procurementincluding the Warm Compression Station, the gas storages, the Refrigerator Cold Box andthe Auxiliary Cold Box (ACB) which has to be installed on the JAEA Naka site in 2016.This paper summarizes the updated cryogenic requirements for the tokamak JT-60SAcryogenic system. The cryogenic system has a refrigeration capacity of about 9 kW equivalent at 4.5K, to supply cryopump panels at 3.7 K, superconducting magnets and cold structures at 4.4 K, HTS current leads at 50 K, and thermal shields at 80 K. This paper presents the static and variable heat loads of the different cooling loops and the results of the rmohydraulic calculations to derive the transient heat loads at the interface between the magnet system cooling loops and the Auxiliary Cold Box. [ABSTRACT FROM AUTHOR]

The issue of climate change has attracted increasing attention from various industries in both the manufacturing and service domains in the past decade. Climate change is one of the main subjects in affecting the industry, with sustainability being one of the major challenges that top management personnel are concerned about. This is also true in the automotive sector where the amount of CO2 emitted from the automobile industry is about 20% of total carbon emissions. As a result, to reduce CO2 emissions and thus create a slowdown in global warming, reducing the amount of CO2 from the automotive industry is a crucial issue. Growing environmental concern in automotive industries motivates automotive sectors to search for sustainable solutions. Automotive manufacturers have focused on achieving their goal of sustainability with an enhanced concentrate on the environmental aspect of sustainability. This is shown by investments made in vehicle technology and intelligent transport programs which play a vital role in lowering waste, increasing safety, making an improvement in environmental performance, and reducing emissions. The aim of this paper is to review the impact of current carbon emissions of actual vehicles from American, European and Japanese automotive companies that are currently available on the market and also to evaluate the measures that each of these companies have undertaken to reduce the CO2 emissions in the downstream part of the product lifecycle. [ABSTRACT FROM AUTHOR]

Viewing the multinational corporation (MNC) as a network of knowledge flows, this paper (i) conceptualizes subsidiary strategic roles in terms of high/low levels of knowledge outflow and inflow, and (ii) uses data from 359 subsidiaries of major U.S., Japanese, and European MNCs to test propositions regarding linkages between subsidiary strategic roles and the presence of specific corporate control mechanisms. [ABSTRACT FROM AUTHOR]

Little research has been done to date on the role of subsidiary boards in MNCs. A two-phase survey research design yielded responses from 89 subsidiaries in 36 MNCs based in Europe, North America, and Japan. Results indicate an increasingly active use of these boards in advisory, environmental sensing, and strategic roles. [ABSTRACT FROM AUTHOR]

Eighty-six expatriate (US and European) and twenty-one Japanese executives were interviewed with regard to the nature of personnel related problems in international companies and Joint ventures in Japan. For crossvalidation 200 questionnaires each (with the same questions asked in the interview) were sent to different expatriate and Japanese managers. Expatriate managers perceived 16 specific problems, 12 of them mainly interaction difficulties like communication, information gathering, and problem solving, while 3 dealt with company-wide issues such as labor unions, personnel turnover, and recruiting of quality personnel. Japanese managers perceived only 8 major issues. The survey results basically concur with the findings of the interviews. Probable causes of the problems are discussed and solutions are suggested where appropriate. It is the conclusion of the study that expatriate managers in Japan like to change the people to fit the system while Japanese managers prefer to change the system to fit the people. [ABSTRACT FROM AUTHOR]